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Developing an Internationalization Strategy without Sacrificing the Unique Identity:

• Prof. Dr. Cem Tanova

Internationalization trends

A strategic priority for governments around the world because of the economic, political, social, and academic benefits associated with it.1 More than 90% of universities have internationalization mentioned in their mission/strategic plan.2 Number of international students globally increased from 2 to 5.3 million according to

• OECD. 3

Why do students go abroad?

• The push factors are factors associated with

the home country and motivate the students to leave their home country to undertake international study

• The pull factors operate within the host

country and draw the students to the destination

Role of Push and Pull Factors

Push factors had strength in the initial reasons for studying abroad, Pull factors dominated the choices of a host country and a host institution

The Case of Internationalization

• f Higher Education

in North Cyprus

Soon attracted international students

English Language education Accessibility

• Entry
• Affordability

Quality of education Safe environment

To educate local Turkish Cypriot youth after the separation of the two communities in Cyprus. Eastern Mediterranean University established as a Higher Technological Institute in 1979

Internationalization

• f EMU:

Attracted international students

English Language education Accessibility

• Entry
• Affordability

Quality of education Safe environment

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Doğu Akdeniz Üniversitesi Girne Amerikan Üniversitesi Yakın Doğu Üniversitesi Lefke Avrupa Ünivers… Uluslararası Kıbrıs Üniversitesi ODTÜ Kuzey Kıbrıs Kampüsü İTÜ-KKTC Eğitim Araştırma Yerleşkeleri Akdeniz Karpaz Üniversitesi Girne Üniversitesi Kıbrıs İlim Üniversitesi Arkın Yaratıcı Sanatlar ve Tasarım Üniversitesi Kıbrıs Batı Üniversitesi Onbeş Kasım Kıbrıs Üniversitesi Uluslararası Final Üniversitesi Rauf Denktaş Üniversitesi Kıbrıs Sosyal Bilimler Üniversitesi Ada Kent Üniversitesi Kıbrıs Amerikan Üniversitesi Kıbrıs Sağlık ve Toplum Bilimleri Üniversitesi Bahçeşehir Kıbrıs Üniversitesi 5 10 15 20 25

Rapid Rise of International Students in North Cyprus

10000 20000 30000 40000 50000 60000

1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2018-19 Titolo del grafico Local Turkey International

Reasons for Studying Abroad

Mean Ranking SD Not being able to be placed in the academic program in my country 3.19 1.56 The high cost of the educational program in my country 2.61 1.51 Desire to learn about other cultures 2.53 1.35 Limited scholarship opportunities in my country 2.52 1.50 Quality of education in my country is lower 2.06 1.34 Lower status of graduates of universities in my country 1.87 1.21 Lower quality of life in my country 1.84 1.19

Factors Push / Obligatory Pull / Choice Not being able to be placed in the academic program in my country .381

• .283

The high cost of the educational program in my country

• .007

.788 Desire to learn about other cultures

• .050

.538 Limited scholarship opportunities in my country .773 .068 Quality of education in my country is lower .748 .260 Lower status of graduates of universities in my country .139 .794 Lower quality of life in my country .149 .760

Student Spending in North Cyprus

Student spending is 25-30% of the GDP of North Cyprus. Tuition is only 25% of the student spending 75% goes to cover other needs

• such as food (40%),
• accommodation (25%),
• communication, transportation etc. (10%)

Benefits of Internationalization According to Universities2

• Increased international awareness of / deeper engagement with global

issues by students.

• Enhanced internationalization of the curriculum.
• Improved quality of teaching and learning.
• Strengthened institutional research and knowledge production capacity.
• Enhanced prestige/profile for the institution.
• Opportunity to benchmark/compare institutional performance within the

context of international good practice.

• Enhanced international cooperation and capacity building.
• Increased international networking by faculty and researchers.
• Increased/diversified revenue generation.

Risks of Internationalization According to Universities2

• International opportunities accessible only to students with fnancial

resources

• Diffculty to assess/recognize quality of courses/programmes offered

by foreign institutions

• Excessive competition with other higher education institutions
• Commodifcation and commercialization of education programmes
• Anti-globalization sentiments

Developing a Strategy

Developing a Strategy

Universalist approach “best practice” there are some standards that all universities should apply Universalism One size fits all Contingency/Best Fit “Fit” with external environment Classical strategy. Strategy is aligned with and contingent upon the demands of the

• environment. Externally focused/Outside in

Resource Based View A paradigm shift, Focuses on internal resources “Uniqueness” leads to competitive advantage Internally focused/Inside

• ut

The Universalist Strategy

Benchmarking Accreditation Bodies Ranking Systems Institutional Theory - Isomorphisim

Coercive Mimetic Normative

The Fit Model

SWOT PESTLE Analyze the environment Assess the competititive forces Choose between

Cost Leadership – Ease of Access, entry, etc Differentiation – Offer high quality and demand more

Resist the temptation to change course in the process

Resource Based View

The frog story Find your internal core treasure

Sustained Competitive Advantage (SCA)

In the context of managing people, we are most interested in how human resources management policy choices and

• rganisational strategies help in achieving SCA

These resources can be

tangible (e.g. physical and fnancial)

• r

intangible (organisational, patents and skilled human resources).

The key focus of the RBV is to create SCA through investing in and organising their resources and capabilities

VRIO

VALUE RARITY IMITABLE (NOT) ORGANISATION

So, what should our internationalization strategy be like?

Do not imitate Find your institution’s unique value proposition Do not kill the goose that lays the golden eggs Think long term

• 1. Crăciun, D. (2018). National Policies for Higher Education

Internationalization: A Global Comparative Perspective BT - European Higher Education Area: The Impact of Past and Future

• Policies. In A. Curaj, L. Deca, & R. Pricopie (Eds.) (pp. 95–106).

Cham: Springer International Publishing.

• 2. Marinoni, G. (2019). Internationalization of Higher Education: An

Evolving Landscape, Locally and Globally IAU 5 th Global Survey Executive summary.

• 3. OECD (2019). Education at a Glance 2019, OECD Indicators.